Leader-member Exchange and Transformational Leadership Style: A Prediction to Thriving at Work

Main Article Content

O. Joe-Akunne, Chiamaka
E. Iloke Stephen
I. Nnaebue, Collins


The world’s economic and organizational growth is increasingly becoming difficult as a result of harsh leadership styles and highhandedness in imprinting certain policies and rules into the organization. Going by this trend, this study explored leader-member exchange and transformational leadership style: a prediction to thriving at work among employees of Nnamdi Azikiwe University, Awka, Anambra, Nigeria. The sample population of the study comprised of 102 non-teaching staff of Nnamdi Azikiwe University, Awka, Anambra, Nigeria. Thirty-two (32) males and sixty-eight (68) females with age range of 23 to 56 years with a mean age of 32.5 who were selected through simple random sampling. Instruments used for data collection were leader-member exchange scale, transformational leadership inventory and thriving scale. In the method section, predictive design was adopted and hierarchical regression statistics was used to analyze the predictive strength of the variables. Three hypotheses guided the study and the results indicated that leader member exchange and transformational leadership style independently predicted thriving at work at B=.80 and .34, p<.05 respectively. Also, leader member exchange and transformational leadership style jointly predicted thriving at work at B= .62 and B=.34, p <.05 respectively. The findings from this study imply that leader member exchange and transformational leadership style can greatly impact thriving at work and this would in turn lead to greater work commitment and organizational effectiveness among public sector employees. It was recommended that organizations put to use transformational leadership styles and as well grant leaders the opportunity to share ideas and opinions.

Leader-member exchange, transformational leadership, thriving at work

Article Details

How to Cite
Chiamaka, O. J.-A., Stephen, E. I., & Collins, I. N. (2020). Leader-member Exchange and Transformational Leadership Style: A Prediction to Thriving at Work. Asian Journal of Advanced Research and Reports, 12(3), 37-43. https://doi.org/10.9734/ajarr/2020/v12i330291
Review Article


Llopis G. The top (nine) 9 things that ultimately motivate employees to achieve; 2012.
[Assessed: 17th Feb, 2014]

Spreitzer G, Porath CL, Gibson CB. Toward human sustainability: How to enable more thriving at work. Organizational Dynamics. 2012;41(2):155-162.

Carmeli A, Spreitzer GM. Trust, connectivity, and thriving: Implications for innovative behaviors at work. The Journal of Creative Behavior. 2009;43(3):169-191.

Warr P. The measurement of well-being and other aspects of mental health. Journal of Occupational Psychology. 1990; 63:193-210.

Spreitzer GM, Sutcliffe K, Dutton JE, Sonenshein S, Grant AM. A socially embedded model of thriving at work’, Organizational Sciences. 2005;16(5):537–50.

Porath C, Spreitzer G, Gibson C, Granett FG. Thriving at work: Towards its measurement, construct validation, and theoretical refinement. Journal of Organizational Behavior. 2012;33(2):250-275.

Ryan RM, Fredrick C. On energy, personality and health: Subjective vitality and dynamic reflection of wellbeing. Journal of Personality. 1997;65:529-565.

Kark R, Carmeli A. Alive and creating: The mediating role of vitality and aliveness in the relationship between psychological safety and creative work involvement. Journal of Organizational Behavior. 2009; 30:785-804.
DOI: 10.1002/job.571

Ryan RM, Berstein J. Vitality|zest| enthusiasim| vigor| energy. In C. Peterson & M.E. Seligman (Eds), character, strengths and virtues. New York: Oxford University; 2004.

Russell JA. A circumplex model of affect. Journal of Personality and Social Psychology. 1980;39:1161-1178.

Graen GB, Hui C, Taylor ET. A new approach to team leadership: Upward, downward, and horizontal to differentiation. In Graen GB. (Ed.), New frontiers of leadership, LMX leadership: The series, Greenwich, CT: Information Age. 2004;2: 33−66.

Bell BS, Kozlowski SWJ. A typology of virtual teams: Implications for effective leadership. Group and Organization Management. In Press; 2003.

Janssen O, Van de Vliert E, Veenstra Ch. How task and person conflict shape the role of positive interdependence in management teams. Journal of Management. 1999;25(2):117-142.

Allison BB, Shuffler ML. Getting the “I” out of multiteam systems: A case study from the financial services industry. In E. Salas, Shuffler ML, Rico R. (Eds.), Pushing the boundaries: Multiteam systems in research and practice. Bristol, UK: Emerald Group Publishing; 2014.

Schaubroeck J, Lam SSK, Cha SE. Embracing transformational leadership: Team values and the impact of leader behavior on team performance. Journal of Applied Psychology. 2007;92:1020–1030.

Morgeson FP, DeRue DS, Karam EP. Leadership in teams: A functional approach to understanding leadership structures and processes. Journal of Management. 2010;36:5-39.

Banks GC, Batchelor JH, Seers A, O'Boyle EH, Pollack JM, Gower K. What does team-member exchange bring to the party? A meta-analytic review of team and leader social exchange. Journal of Organizational Behavior. 2014;35(2):273-295.
DOI: 10.1002/job.1885

Robbins SP, Coulter M. Management (9th ed.). London: Prentice- Hall; 2007.

Warrilow S. Transformational leadership theory - The 4 key components in leading change & managing change; 2012.
[Retrieved 15/03/2013].

House RJ, Mitchell TR. Path-goal theory of leadership. Journal of Contemporary Business. 1974;3:81-97.

Evans MG. The effects of supervisory behavior upon worker perception of their path-goal relationships. Unpublished Doctoral Dissertation, Yale University; 1970.

House RJ. A path-goal theory of leader effectiveness. Administrative Science Quarterly. 1971;16:321–338.

House RJ, Dessler G. Path goal theory of leadership: Some post hoc and a priori tests. In Contingency approaches to leadership, Hunt JG and Larson LL. (Eds.), Carbondale, IL: Southern Illinois University; 1974.

Indvik J. A path–goal theory: Investigation of superior–subordinate relationships (leadership, downward communication, supervision). The University of Wisconsin–Madison. Dissertation Abstract Interna-tional, 1986;46-12.

Vroom VH. Work and motivation. San Francisco, CA: Jossey-Bass; 1964.

Podsakoff PM, MacKenzie SB, Moorman RH, Fetter R. Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly. 1990;1:107–142.

Enwereuzor IK, Ugwu LI, Eze OA. How transformational leadership influences work engagement among nurses: Does person-job fit matter? Western Journal of Nursing Research. 2016;40(3):346-366.
DOI: 10.1177/0193945916682449
PMID: 27920346.

Muhammad SA, Ayesha A. Effects of leader member exchange, interpersonal relationship, individual feeling of energy and creative work involvement towards turnover intention: A path analysis using structural equation modeling. Asian Academy of Management Journal. 2016; 21(2):99-133.

Zhang R. How social exchange affects employees thriving at work. International Journal of Business and Social Science. 2018;9(1):99-106.